This title invites readers to discover the simple heuristics that people use to navigate the complexities and surprises of environments populated with others.
Simple Heuristics That Make Us Smart invites readers to embark on a new journey into a land of rationality that differs from the familiar territory of cognitive science and economics. Traditional views of rationality tend to see decision makers as possessing superhuman powers of reason, limitless knowledge, and all of eternity in which to ponder choices. To understand decisions in the real world, we need a different, more psychologically plausible notion of rationality, and this book provides it. It is about fast and frugal heuristics--simple rules for making decisions when time is pressing and deep thought an unaffordable luxury. These heuristics can enable both living organisms and artificial systems to make smart choices, classifications, and predictions by employing bounded rationality. But when and how can such fast and frugal heuristics work? Can judgments based simply on one good reason be as accurate as those based on many reasons? Could less knowledge even lead to systematically better predictions than more knowledge? Simple Heuristics explores these questions, developing computational models of heuristics and testing them through experiments and analyses. It shows how fast and frugal heuristics can produce adaptive decisions in situations as varied as choosing a mate, dividing resources among offspring, predicting high school drop out rates, and playing the stock market. As an interdisciplinary work that is both useful and engaging, this book will appeal to a wide audience. It is ideal for researchers in cognitive psychology, evolutionary psychology, and cognitive science, as well as in economics and artificial intelligence. It will also inspire anyone interested in simply making good decisions.
Masterwork on Crisis Communication and Reputation Risk Selected as One of "30 Best Business Books of 2013" Jim Lukaszewski -- nationally recognized PR expert, executive coach, often called America's Crisis Guru, and noted by Corporate Legal Times as one of "28 experts to call when all hell breaks loose" -- advises exactly what to do, what to say, when to say it, and when to do it, while the whole world is watching.The book is endorsed by the Business Continuity Institute. In this industry-defining book on crisis management and leadership recovery, Lukaszewski jump-starts the discussion by clearly differentiating a crisis from other business interruptions and introduces a concept rarely dealt with in crisis communication and operational response planning: managing the victim dimension of crisis. Delivered in his straight-talking style and backed with compelling case studies, Lukaszewski On Crisis Communication is your guide to preparing for a crisis and the explosive visibility that comes with it. Using case studies, examples and templates, he explains how to build a crisis management plan and how to put it into action in the real world of media scrutiny, social media, activists, and litigation. Lukaszewski distills four decades of experience into 10 chapters of field-tested how-to's, practical tools, tips, charts, checklists, forms, and templates and teaches you:How crises create victims;To avoid the toxicity of silence;To overcome the abusive, intrusive and coercive behavior of bloviators, bellyachers, back-bench bitchers, the media, activists and critics;To drive attorneys to settle instead of litigate;Apology is the atomic energy of empathy;Simple, sensible, sincere, constructive, positive techniques to reduce contention and to succeed!Chapter learning objectives; discussion questions; case studies; real-life examples; and glossary facilitate college and professional development classroom use.
In early 1999, ABC Canada and Literacy British Columbia (BC) worked with 55 literacy organizations across Canada to study student recruitment and retention. Telephone interviews were conducted with 338 people who had contacted programs seeking literacy information or services (callers). Findings indicated callers constituted a broad cross-section of people, from all age groups, from large and small communities, with a very wide range of formal education and employment status; callers heard about programs and how to contact them through media advertising and posters, telephone book, community groups, agencies, schools, and word-of-mouth; callers were seeking help with reading and writing, getting a high school diploma or credits, math alone or as a component with reading and writing, employability skills, or English as a second language; more callers were interested in improving literacy skills for personal, social, and general educational reasons than for job or retraining purposes; less than half of callers enrolled in a program; program/policy-related factors were the main reasons driving non-enrollment for the most callers; socioeconomic-circumstantial factors were the main reason reported by more than half of dropouts; and of those who had completed or were still in a program, 88 percent reported high levels of satisfaction with program level, content, and teaching structure. National Follow-Up Survey is appended. (Contains 48 figures, 42 references, and an index.) (YLB)
This title invites readers to discover the simple heuristics that people use to navigate the complexities and surprises of environments populated with others.
Simple Heuristics That Make Us Smart invites readers to embark on a new journey into a land of rationality that differs from the familiar territory of cognitive science and economics. Traditional views of rationality tend to see decision makers as possessing superhuman powers of reason, limitless knowledge, and all of eternity in which to ponder choices. To understand decisions in the real world, we need a different, more psychologically plausible notion of rationality, and this book provides it. It is about fast and frugal heuristics--simple rules for making decisions when time is pressing and deep thought an unaffordable luxury. These heuristics can enable both living organisms and artificial systems to make smart choices, classifications, and predictions by employing bounded rationality. But when and how can such fast and frugal heuristics work? Can judgments based simply on one good reason be as accurate as those based on many reasons? Could less knowledge even lead to systematically better predictions than more knowledge? Simple Heuristics explores these questions, developing computational models of heuristics and testing them through experiments and analyses. It shows how fast and frugal heuristics can produce adaptive decisions in situations as varied as choosing a mate, dividing resources among offspring, predicting high school drop out rates, and playing the stock market. As an interdisciplinary work that is both useful and engaging, this book will appeal to a wide audience. It is ideal for researchers in cognitive psychology, evolutionary psychology, and cognitive science, as well as in economics and artificial intelligence. It will also inspire anyone interested in simply making good decisions.
Simple Heuristics in a Social World invites readers to discover the simple heuristics that people use to navigate the complexities and surprises of environments populated with others. The social world is a terrain where humans and other animals compete with conspecifics for myriad resources, including food, mates, and status, and where rivals grant the decision maker little time for deep thought, protracted information search, or complex calculations. Yet, the social world also encompasses domains where social animals such as humans can learn from one another and can forge alliances with one another to boost their chances of success. According to the book's thesis, the undeniable complexity of the social world does not dictate cognitive complexity as many scholars of rationality argue. Rather, it entails circumstances that render optimization impossible or computationally arduous: intractability, the existence of incommensurable considerations, and competing goals. With optimization beyond reach, less can be more. That is, heuristics--simple strategies for making decisions when time is pressing and careful deliberation an unaffordable luxury--become indispensible mental tools. As accurate as or even more accurate than complex methods when used in the appropriate social environments, these heuristics are good descriptive models of how people make many decisions and inferences, but their impressive performance also poses a normative challenge for optimization models. In short, the Homo socialis may prove to be a Homo heuristicus whose intelligence reflects ecological rather than logical rationality.
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